A "Lean Leader" is someone who has a demonstrated knowledge of continuous process improvement tools (LEAN, Six Sigma, Theory of Constraints, Benchmarking, Process Reengineering, etc.), and is also well versed in leadership principles, to include, servant leadership, situational leadership, and emotional intelligence theories. "Lean Leaders" have the skill set necessary to propel any agency into becoming world class.

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Thursday, June 24, 2010

Since 2004, Sheriff John Rutherford has being fostering a culture of continuous improvement throughout the Jacksonville Sheriff's Office (JSO). With over 3000 employees having received initial roll out training, a full fledged division that bears the continuous improvement title, a dedicated steering committee comprised of top level executives to help ensure every project's success, and now as part of the JSO Leadership Development Academy. It's no wonder things are going so well in Jacksonville.
In the years to come, JSO will be dedicating resources towards training the leaders of tomorrow. Topics include Situational Leadership II, Emotional Intelligence, Continuous Improvement philosophies such as LEAN and Six Sigma, as well as demonstrating how each are directly related to the Sheriff's recurring theme of "can I trust you?" "are you committed to excellence?" and "do you care about me?" This piece is presented by the Sheriff himself. How is that for Lean Leadership?
Many agencies and corporations are focusing on JSO as a leading agency in LEAN thinking. Notice the word "thinking?" Yes, to be part of the culture it needs to be something that is a part of your everyday thought process. LEAN is a way of thinking, not just doing. But, thinking and doing go hand in hand. After all, LEAN has a bias for action..to get people thinking LEAN...start doing LEAN.
Several people have asked me for the slide show that we present during our leadership academy, so I have included it below. Some of the links may be inoperable, but if you read, "It's Your Ship" by Captain D. Michael Abrashoff, you will be able to fill in most of the gaps...enjoy!

About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Sunday, June 6, 2010

I have facilitated and experienced the benefits of Lean Six Sigma in both military and law enforcement. My experience tells me this. Everyone looking at making improvements, whether in the corporate setting, or in the public service sector, have one, and only one, main overarching project...figuring out how to get its workforce engaged enough to recognize opportunities for positive change on behalf of the customer, then being empowered to act upon those opportunities...in essence, it is the culture of the organization that is the project we should all be looking into making better. Every project I have been associated with, is really attributable to the main project...culture change. Certainly, not everyone will want to be a LEAN Facilitator or Six Sigma Black Belt, nor should they be. But, at some point, everyone seems to remember those days when we were all the newbies, sitting by idly as crazy things happened daily and made us go....hmmmmm, I wonder why they do that instead of just doing (insert your experience here). We then tell ourselves, I reckon they know what they are doing since they have been here the longest. From there on out, it became a shut up and listen, do what you are told atmoshere. This is the root cause of every project...A lack of a Continuous Improvement Culture...so herein lies the challenge for leadership. Are your people empowered enough to make change when necessary? Have you taught how to recognize when the need arises? Food for thought.

About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Saturday, June 5, 2010

Thanks Chief, but you really aren't in charge...The talk that has to happen.

In most organizations there are several layers of decision makers. Each layer has more authority to make decisions than the one before. Military and law enforcement know this to be called, "chain of command."

Several times, I have had a high ranking individual come to me and inquire about starting an improvement project. Sounds simple enough doesn't it? After all, who doesn't want to help someone make a process better? Unfortunately, I am left telling that high ranking person that their authority is too limited for the project to be successful. Being much lower in rank than they are can make this a very intimidating conversation to have, but still very necessary.

When it comes to making improvements, the facilitator has to have total honesty and integrity, which requires being very candid with everyone involved. Without these elements, almost all projects are doomed for failure. As a facilitator, Six Sigma Black Belt, or whatever title you go by in your organization, remember that you work directly for the CEO's best interest. Be careful about getting reeled into the idea that since someone that outranks you wants something done, then you have no choice but to do it. This will eventually lead to your demise and destroy the credibility of your process improvement program.

Speak the truth to all you meet. Let them know who the Champion would be for the improvement they want to make. Have them leave your conversation with the understanding that you will help in any way possible, including setting up a meeting with your agency Champion. Without the Champion's buy in from the inception of the project, you run the risk of failure when new ideas are brought forward that he/she was not ready to pursue. This will in turn tell every member of the improvement team that process improvement doesn't work and was a waste of their time...don't let that happen.

If the Chief, or other high ranking person believes themselves to be the decision maker, take the hard road and inform them why they aren't...your program will thank you.

About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .